case studies for mba & bba respectively

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Creative Staffing Solutions:

A Pipeline of I-Iuman Assets

Finding the talent, competence, and expertise needed to operate abusiness, run a project, or grow a company is always

a challenging job. In the recent labor market, even with aneconomic downturn, firms have had difficulty finding enough

employees who are skilled in specific areas such as management information technology, software programming, and

technical sales.

There are also firms interested in attracting people willing to work part-time or on a temporary basis to develop

and complete a particular project. A temporary work basis differs from "traditional" temporary assignments, which

often last a week or two while a permanent employee is ill or on vacation. Instead, some companies want people who

can stay on the job for six months or a year. ''-'' > ,. ,.,, ,, .. . , -

Creative Staffing Solutions (CSS), a temporary and alternative staffing firm, provides workers to companies.

"Temping," as it used to be called, is a $40 billion industry as more and more companies turn to staffing agencies for

help. Companies are willing to pay for these employees. "For high-tech workers, this is an employee's market," notes

Marc Brailov of the American Electronics Association. "It is very important for Internet companies to create and offer

incentives toattract and retain employees." That's where Creativ'e Staffing Solutions (CSS) comes in.

CSS, aminority-owned firm founded by Mel Rhone, now has clients ranging from small companies to large organi-

zations such as AT&T, Hershey's, and Lockheed Martin. CSS specializes in finding IT professionals, engineers, com-

puter programmers, and other high-tech workers for its clients. On one side of the process, a CSS manager meets with

and interviews the HR manager at the client finn to determine the firm's needs. On the other side, CSS managers screen,interview, and test prospective job candidates' work history, grammar, spelling, math, computer skills, and so forth. CSS

makes it possible for job hunters to post their resumes on the CSS Web site, where staffing managers' can review them.

In addition; CSS's staffing managers peruse Internet job sites in search of potential matches.

According to CSS managers, the alternative staffing solution meets the needs of both the company and the worker.

Finns obtain screened, highly skilled, and m~~vated workers for a designated period. Currently, many high-tech firms

prefer to hire temporary workers. They like to hire people to immplete a specific project, such a'sdevelopment of anew

computer system. Workers also benefit. "You get t o make your own schedule," remarks CSS staffing manager Joy

Thomas. Because CSS tests and trains candidates, people who want to improve their job skills can find plenty of oppor-

tunity through the company. Some workers are looking tochange car~ers but are afraid to make atotal.commitment with-

out knowing whether they will like the new field. Filling a temporary position can'give them a good taste for what the

field will be like. Occasionally CSS sends a worker to fill one temporary position at acompany, and the person moveson to a completely different job at the finn. The arrangement gives both parties convenience and flexibility.

Rhone foresees a future in which temporary and alternative staffing will be routine inAmerican industry, and he

wants his company to be ready to grab every opportunity that comes its way. A study by the National Association of

Temporary and Staffing Services found that 90 percent of companies surveyed employ temporary help. "Companies

are incorporating temp workers in long-term plans, whereas 15 years ago they used temps just to f ill occasional

holes," rcmarks Richard Wahlquist, executive vice president of the association. The same holds true for today's

t .t" urkers. "The way Am.ericans s~ek work hasfundainentally shifted-~o many young ad~lts look to temp agencies{&st,to get a taste of different fields, that we are a central part of the Job search process, says WahlqUist. Creative

lStaring Solutions intends to remain part of the process as well.

f"

riscussion Questions~.

1, L How can Creative Staffing Solutions create a learning environment forjob candidates before they accept a position

f :' or while they are between positions? . .., .2. What type of job candidates would use the temporary Job support and servICes proVided by a firm like CSS?

~3. What difficulties might Creative Staffing Solutions have to deal with in using electronic job and resume posting?

t


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Mr. T,arachand has been working f or five years with present compan),

as 'data processing analyst'. He was anxiously looking for an opportunity

to seek. promotion to the first line supervisory position ever'since the

corporate office announced a merit promotion scheme for this organisationas well as other units ..

As a part of this scheme Mr. Tarachand was selected as a trainee

to participate in the company's Supervisory Development Prcigramine.

This programme had a duration of six months and was conducted as the

in-company programme. The participants were required to attend this

programme thrice a week in the af ternoon. Lectures and super visory

development exercises constituted the methodology of the programme.

Mr. Tarachand was very much excited about the programme. and

was eagerly waiting for its commencement. He knew that a goodperformance in this programme would almost guarantee the much valued

promotion.

As the programme finally commenced. Tarachand became mentally

set to make aH out effort to do well and emerge as an outstanding

participant. He cut down his social commitments and .started studying

throughout the day on Sunday and till late hours during nights on

working days.

One month after its commencement, Tarachand took his first

periodical test. He had studied hard and was enjoying the concepts he

was learning. Tarachand had always been a good student throughout his

high school and college career. So he expected. to do well in this test.

This test and oth~rs to follow in this programme were obviously far more

important to him than his school and college examinations.

The results in these test~ were to open his path to the coveted career

in management. The results of the first examination were communicated

to the participants four days after i t was given. In all four grades .. A+. A.

B+. B could be eamed by the participants and Tarachand got the B grade.

Tarachand w~s obviously upset by the result. He was depressed. He

was at a loss to fInd why he had done so poorly on this test even though

he. was thoroughly prepared. He desperately commented. "How could

th1s happen .w~en I always did well on tests ,in the School and Collegedays?" .

In the following two weeks after first test. the programme coordinator

found that Tarachand missed three sessions. He had never done so before

the te.st. In the .two sessio.n~ he a~tended. he was found to be lacking in

~ttentlOn and d1d not parttc1pate In the exercises. He did not take hotesIn the lectures.

Questions

J. What needs Tarachand wanted to satisfy?

3. .What t he c!!urse coordinator should do to motivate Tarachand?


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case studies for mba & bba respectively

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